1:30min
Mark Nevin doesn’t think small when it comes to optometry’s future. He thinks about direction, momentum and impact.
Since taking on the role of CEO at Optometry Australia in early 2026, Mark has brought with him a career’s worth of perspective shaped by frontline care, national advocacy and whole-of-system health reform.
It’s a return to the profession where he first trained, but in a role that looks firmly ahead.
‘I’ve always been drawn to roles where there’s genuine opportunity to shape what comes next,’ he says. ‘Optometry is at that point now, and that’s incredibly energising.’
From clinical care to system-level thinking
Mark’s career began in optometry, practising across a wide range of settings in the UK, including community, hospital and aged care environments.
Those years grounded him in the realities of patient care and the day-to-day pressures clinicians face. But alongside clinical work, a bigger curiosity was building.
‘I loved working with patients, but I became increasingly interested in the decisions that sit above the consulting room,’ he explains.
‘Things like funding, workforce design and policy settings have a massive influence on what clinicians can actually deliver.’
That curiosity led him back to university to study economics and politics while continuing to practise, before moving into senior policy and strategy roles in eye care and broader healthcare.
His move to Australia further expanded that scope, including leadership roles with the Royal Australian and New Zealand College of Radiologists (RANZCR) and advisory roles spanning digital health, cancer care, and system reform.
‘Working across different parts of healthcare and different countries gave me a deep appreciation for how interconnected everything is,’ he says. ‘No profession operates in isolation.’
A profession with untapped potential
Now back in optometry leadership, Mark sees a profession with solid foundations and even stronger potential to grow and deliver benefits for patients.
‘We have a highly skilled workforce delivering essential care in communities every single day,’ he says. ‘The opportunity now is to better align that capability with the needs of the broader health system.’
Workforce distribution, equitable access to care and evolving scope of practice are all at the forefront of mind. Rather than viewing workforce pressures as purely a challenge, Mark sees them as a strategic inflection point.
‘It’s not just about how many optometrists we have,’ he says. ‘It’s about where they are, how they’re supported and how we enable them to work at the top of their scope.’
He also believes optometry can play a more visible role in relieving pressure across primary care and in hospitals.
‘There’s a real chance for optometry to be more deeply integrated into multidisciplinary care pathways,’ he says. ‘That’s good for patients, good for the health system and good for the profession.’
Listening first, leading collaboratively
In his early months, Mark has prioritised engagement across the sector; from students and early-career optometrists to experienced clinicians and state leaders.
‘My first priority is listening,’ he says. ‘The strength of any professional body comes from understanding its members and bringing their perspectives into a shared strategy.’
That collaborative mindset extends to OA’s ongoing organisational evolution and work with state and territory divisions.
‘We have a very clear opportunity to modernise how we operate and how we deliver value,’ he says. ‘If we get that right, we strengthen advocacy, streamline support and position the profession more effectively at a national level.’
Technology, AI and the future of care
Having led national work on digital health and AI strategy in other clinical disciplines, Mark is particularly focused on how emerging technologies will shape optometry and eye care.
‘Technology is not something on the horizon; it’s already reshaping healthcare,’ he says. ‘The key is making sure it enhances clinical decision-making and improves access, rather than creating new barriers.’
He points to interoperability, ethical AI use and smarter data sharing as critical areas for the profession.
‘If optometry engages proactively with digital transformation and connected care pathways, it can help set the standards rather than react to them,’ he says. ‘Optometry was one of the first areas of healthcare to adopt digital records, we need to get back on the front foot in digital health.’
Forward-facing and member-focused
At the centre of Mark’s leadership approach is a clear focus on member value and professional positioning.
‘Our role is to support optometrists to thrive in a changing healthcare environment,’ he says. ‘That means strong advocacy, meaningful services and a clear voice in national health conversations.’
He is particularly passionate about ensuring the profession is recognised as a cornerstone of primary healthcare.
‘Optometry already delivers significant preventative and community-based care,’ he says. ‘There’s a compelling case to further embed that role within broader health reform discussions.’
For Mark, the road ahead is complex but brimming with opportunity.
‘This is a pivotal moment for the profession,’ he says. ‘With the right collaboration and forward thinking, optometry can expand its impact and help shape a more accessible, sustainable healthcare system for Australians,’ Mark said.
‘The opportunity is right in front of us. Now it’s about doing the work.’